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• Nurturing employees’ mental health: A leader’s guide

  Leading Off

  Put your mind to it ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   ESSENTIALS FOR LEADERS AND THOSE THEY LEAD Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Leading Off. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Mental health is a key element of well-being in the workplace and an increasingly important area of focus for business leaders. Mental health challenges such as anxiety and depression can lead to burnout, which affects an average of one in four employees across the globe. More companies are offering benefits such as therapy, yoga, and meditation app subscriptions to help employees improve their mental health and overall wellness. With the UN designating October as World Mental Health Month, we look at why it’s critical for leaders to support their employees’ mental health and how they can do so. AN IDEA Start at the top One of the leading causes of employee burnout and mental health strain is a toxic workplace. McKinsey partner Kana Enomoto says leaders should carefully examine the workplace environment they are creating and provide solutions to help employees feel supported, respected, and included. A good place to start is by articulating a vision and mission that inspires their employees—particularly younger workers, who experience poor mental health at a much higher rate. Gen Z employees “believe they are meant to achieve something, to do something big and important, and when they don’t have that, they often feel an emptiness,” Enomoto says. “This is an opportunity for C-suite leaders to support all their employees in feeling that connection to purpose and meaning in the workplace.” What’s more, improving well-being and overall culture at work makes good business sense. Companies that prioritize their employees’ mental health achieve higher productivity and profitability than others do, according to McKinsey studies. A BIG NUMBER Up to $11.7 trillion That’s how much economic value can be created by improving employee health and well-being, according to the McKinsey Health Institute. Such an increase would be the equivalent of raising global GDP by up to 12 percent, say McKinsey’s Barbara Jeffery and Patrick Simon and their coauthors. Leaders can support their employees’ mental health by focusing on six important aspects of well-being: social interaction, mindsets and beliefs, productive activity, stress, economic security, and sleep. “Considering that the average person spends a third of their life at work—more than 90,000 hours in a lifetime—employment can be a critical piece of the puzzle when working toward the goal of improving global health,” the authors say. A QUOTE “About three-fourths of Gen Z said that the availability of mental health resources—whether that be access to therapy or mental well-being programs—is one of the key things when they’re selecting an employer.” That’s McKinsey partner Erica Coe on the teen mental health crisis. She explains that Gen Zers—a cohort that includes young adults who are now in the workforce as well as teens who will enter the job market over the next decade—report less stigma about openly discussing mental health compared with older individuals. According to Coe, this generation’s rising numbers in the workforce will put more pressure on employers to provide robust mental health resources for their employees. A SPOTLIGHT INTERVIEW When people get too comfortable with aspects of their life, such as jobs or relationships, they tend to stop noticing them. Harvard Law School professor Cass Sunstein explores this phenomenon, known as habituation, in his book Look Again: The Power of Noticing What Was Always There. According to Sunstein, habituation can hinder people’s careers and mental health by causing them to miss opportunities to grow and change and by killing creativity and innovation. Employers can help their people avoid the stagnation and unhappiness that comes from habituation by giving them new tasks, even if only temporarily. It’s a simple idea, but it can be “completely thrilling” for people, Sunstein says. “Once they go back to their former work, they still retain a sense of adventure and novelty,” he says. LET’S GET SPIRITUAL Creating awareness about spiritual health in the workplace—that is, having a sense of meaning, connection, and purpose—can benefit employees and their companies. According to a McKinsey Health Institute survey, employees in good spiritual health are more likely than others to find satisfaction, build resilience and engagement, and improve their mental health at work. While spiritual health might seem like a “loose concept” to business leaders, people who feel they have unmet spiritual needs have much higher healthcare costs, and better spiritual health can lead to less employee absenteeism and less turnover. “For employers, there are real economic or business implications, as well as keeping their employees as healthy and well as they can,” McKinsey’s Kana Enomoto says. Lead by prioritizing mental health. — Edited by Eric Quiñones, senior editor, New York Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:31 - 21 Oct 2024

• How might generative AI disrupt the software sector?

  Only McKinsey Perspectives

  Key questions for software leaders ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Generative AI in software In the news • Speeding up software development. Today’s software industry is undergoing two significant shifts: an increase in both the use of generative AI (gen AI) in programming and the number of software engineers from emerging nations, the Economist highlights. The proliferation of new gen AI tools at programmers’ fingertips—and vast amounts of widely available data—means that developers can rely more heavily on AI to write code, as well as capture and share notes on what the code does and generate tests to validate that code. [Economist] • An AI spending spree. The world’s major tech companies show no signs of slowing their massive investments in AI, the New York Times reports. From April to June 2024, these companies collectively spent $59 billion on AI-related projects, mainly to construct data centers and advanced computer systems. Despite the high costs, CEOs in tech say that investing in AI now is necessary to compete in the rapidly evolving AI landscape. [NYT] By 2027, generative AI spending could reach between $175 billion and $250 billion, contributing an additional two to six percentage points of growth for the software sector. On McKinsey.com • Disrupting the software sector. In 2023, large global enterprises spent about $15 billion on gen AI solutions—a milestone that took four years to reach during the enterprise software industry’s last major transformation, software as a service (SaaS). According to McKinsey senior partner Jeremy Schneider and coauthors, gen AI is poised to upend the sector’s user segments, value pools, and overall industry dynamics while creating a significant opportunity for new revenue. • Switching vendors. Even though gen AI will drive significant growth in the software space, our research suggests that gen AI’s biggest impact will be a wide-scale change in the vendor landscape: more specifically, how quickly companies move to new software providers and away from those that are managing legacy systems and products. At the same time, the growing ease of software development may spur more companies to shift from buying gen AI solutions to building them in-house. Review three key questions software leaders can ask to help their companies adapt. Stay ahead of the gen AI curve —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:37 - 21 Oct 2024

• Showcase Your Telecoms Consultant across 45 leading directories

  Showcase Your Telecoms Consultant across 45 leading directories

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  We have sent this email to info@learn.odoo.com, having found your company details online, as we believe our digital marketing services may be of legitimate interest to your business. If you would no longer like to get emails from us you can stop them here.

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  by "Darren Dale" <darren@infoserve.uk> - 03:25 - 20 Oct 2024

• Business Inquiry

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  by "NTI FORGE GROUP" <stevetim432@gmail.com> - 12:43 - 20 Oct 2024

• The week in charts

  The Week in Charts

  Retail value creation, tight labor markets, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   ALL THE WEEK’S DATA THAT’S FIT TO VISUALIZE The Week in Charts series offers data visualizations that help explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored retail value creation, tight labor markets, and zero-emission commercial vehicles. FEATURED CHART The retailer shuffle See more This week’s other select charts Stubborn labor shortages  Range anxiety on the road to zero emissions Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:10 - 19 Oct 2024

• Is your company prepared for risk resilience?

  What’s your risk appetite? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of McKinsey Classics. We hope you find our perspectives useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel McKinsey Classics | October 2024 A board’s guide to better risk management In 2017, McKinsey surveyed more than a thousand board directors to gauge how their boards were prioritizing risk management. The results? Most of them weren’t. In the seven years since then, the global risk landscape has become only more complex and volatile, from economic disruptions to geopolitical uncertainty to the rapid proliferation of AI and generative AI. If your board isn’t prioritizing a holistic, organization-wide approach to risk management, it should be. To get serious about proactive risk management, boards can focus on three crucial actions. First, develop an effective risk operating model to identify potential risks and establish a baseline risk appetite. Second, manage that model through an effective governance structure that fosters a shared risk culture, with leaders acting as role models. Finally, make sure the board has a detailed, best-in-class response plan for corporate crises at the ready. Following a few fundamental principles can prepare boards, and the organizations that they serve, to manage a wide range of threats. Business models today are constantly evolving in the face of rapid, volatile change, and risk functions need to evolve as well. To help make sure your company is prepared on its path to risk resilience, read Thomas Poppensieker and coauthors’ 2018 classic “Value and resilience through better risk management.” — Drew Holzfeind, editor, Chicago Take a proactive approach to risk management Related Reading Geopolitical resilience: The new board imperative  From risk management to strategic resilience  The role of the board in preparing for extraordinary risk  Did You Miss Our Previous McKinsey Classics? Perfecting people management for long-term organizational health Traditional performance metrics often prioritize short-term gains over long-term health. Three core principles can help organizations perfect their people management systems for the long haul. Prioritize long-term corporate health  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Classics" <publishing@email.mckinsey.com> - 12:23 - 19 Oct 2024

• EP134: What do Amazon, Netflix, and Uber have in common?

  EP134: What do Amazon, Netflix, and Uber have in common?

  

  This week’s system design refresher:

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more EP134: What do Amazon, Netflix, and Uber have in common? ByteByteGo Oct 19   READ IN APP   This week’s system design refresher: Scalability Simply Explained in 10 Minutes (Youtube video) What do Amazon, Netflix, and Uber have in common? What are the differences between paging and segmentation? How does Git Work? What tech stack is commonly used for microservices? SPONSOR US Your free ticket to P99 CONF is waiting — 60+ engineering talks on all things performance (Sponsored) P99 CONF is the technical conference for anyone who obsesses over high-performance, low-latency applications. Engineers from Disney/Hulu, Shopify, LinkedIn, Netflix, Google, Meta, Uber + more will share 60+ talks on topics like Rust, Go, Zig, distributed data systems, Kubernetes, and AI/ML. Signing up also gets you 30-day access to the complete O’Reilly library, free books, and a chance to win 1 of 300 free swag packs! Don't miss this chance to join 20K of your peers for an unprecedented opportunity to learn from experts like the creators of Postgres, ScyllaDB, KVM, and the Rust tokio framework – for free, from anywhere. Oct 23-24 | Online GET YOUR FREE TICKET Scalability Simply Explained in 10 Minutes What do Amazon, Netflix, and Uber have in common? They are extremely good at scaling their system whenever needed. Here are 8 must-know strategies to scale your system. Stateless Services Design stateless services because they don’t rely on server-specific data and are easier to scale. Horizontal Scaling Add more servers so that the workload can be shared. Load Balancing Use a load balancer to distribute incoming requests evenly across multiple servers. Auto Scaling Implement auto-scaling policies to adjust resources based on real-time traffic. Caching Use caching to reduce the load on the database and handle repetitive requests at scale. Database Replication Replicate data across multiple nodes to scale the read operations while improving redundancy. Database Sharding Distribute data across multiple instances to scale the writes as well as reads. Async Processing Move time-consuming and resource-intensive tasks to background workers using async processing to scale out new requests. Over to you: Which other strategies have you used? Latest articles If you’re not a subscriber, here’s what you missed this month. Data Sharing Between Microservices CAP, PACELC, ACID, BASE - Essential Concepts for an Architect’s Toolkit API Gateway Software Architecture Patterns The Saga Pattern To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid What are the differences between paging and segmentation? Paging Paging is a memory management scheme that eliminates the need for contiguous allocation of physical memory. The process's address space is divided into fixed-size blocks called pages, while physical memory is divided into fixed-size blocks called frames. The address translation process works in 3 steps: Logical Address Space: The logical address (generated by the CPU) is divided into a page number and a page offset. Page Table Lookup: The page number is used as an index into the page table to find the corresponding frame number. Physical Address Formation: The frame number is combined with the page offset to form the physical address in memory. Advantages: Eliminates external fragmentation. Simplifies memory allocation. Supports efficient swapping and virtual memory. Segmentation Segmentation is a memory management technique where the memory is divided into variable-sized segments based on the logical divisions of a program, such as functions, objects, or data arrays. The address tranlation process works in 3 steps: Logical Address Space: The logical address consists of a segment number and an offset within that segment. Segment Table Lookup: The segment number is used as an index into the segment table to find the base address of the segment. Physical Address Formation: The base address is added to the offset to form the physical address in memory. Advantages: Provides logical separation of different parts of a program. Facilitates protection and sharing of segments. Simplifies management of growing data structures. How does Git Work? The diagram below shows the Git workflow. Git is a distributed version control system. Every developer maintains a local copy of the main repository and edits and commits to the local copy. The commit is very fast because the operation doesn’t interact with the remote repository. If the remote repository crashes, the files can be recovered from the local repositories. Over to you: Which Git command do you use to resolve conflicting changes? What tech stack is commonly used for microservices? Below you will find a diagram showing the microservice tech stack, both for the development phase and for production. Pre-Production Define API - This establishes a contract between frontend and backend. We can use Postman or OpenAPI for this. Development - Node.js or react is popular for frontend development, and java/python/go for backend development. Also, we need to change the configurations in the API gateway according to API definitions. Continuous Integration - JUnit and Jenkins for automated testing. The code is packaged into a Docker image and deployed as microservices. Production NGinx is a common choice for load balancers. Cloudflare provides CDN (Content Delivery Network). API Gateway - We can use spring boot for the gateway, and use Eureka/Zookeeper for service discovery. The microservices are deployed on clouds. We have options among AWS, Microsoft Azure, or Google GCP. Cache and Full-text Search - Redis is a common choice for caching key-value pairs. ElasticSearch is used for full-text search. Communications - For services to talk to each other, we can use messaging infra Kafka or RPC. Persistence - We can use MySQL or PostgreSQL for a relational database, and Amazon S3 for object store. We can also use Cassandra for the wide-column store if necessary. Management & Monitoring - To manage so many microservices, the common Ops tools include Prometheus, Elastic Stack, and Kubernetes. Over to you: Did I miss anything? Please comment on what you think is necessary to learn microservices. SPONSOR US Get your product in front of more than 1,000,000 tech professionals. Our newsletter puts your products and services directly in front of an audience that matters - hundreds of thousands of engineering leaders and senior engineers - who have influence over significant tech decisions and big purchases. Space Fills Up Fast - Reserve Today Ad spots typically sell out about 4 weeks in advance. To ensure your ad reaches this influential audience, reserve your space now by emailing sponsorship@bytebytego.com   Like Comment Restack   © 2024 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:36 - 19 Oct 2024

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• The Business Show UK 2024

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    by "Gina Bernard" <gina.bernard@serveitoutreach.shop> - 04:54 - 21 Oct 2024

• The gen AI race is on. Who’s excelling, and who’s falling behind?

  The Shortlist

  Emerging ideas for leaders ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on X   Share this email on Facebook   OUR BEST NEW IDEAS FOR THE C-SUITE Curated by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of the CEO Shortlist, a biweekly newsletter of our best ideas for the C-suite. This week, we feature our latest research on the generative AI economy. We appreciate the opportunity to connect and hope you find our perspectives novel and insightful. Please let us know what you think! You can reach us at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. Thank you. —Alex and Axel The race to create value from gen AI tools is well under way, and the early leaders—and laggards—are already emerging. European companies, according to new analysis by our colleagues at the McKinsey Global Institute, have been slow off the blocks. Why? The story is complicated, but some key figures stand out. In terms of adoption, European organizations lag behind their US counterparts by up to 70 percent. Europe has less than 5 percent market share of the raw materials needed for AI chips and only a tiny share of the markets for AI semiconductor design and manufacturing. For these reasons and others, investors have been less enthusiastic about AI in Europe. Since 2022, according to Stanford University’s AI Index, more than 90 percent of funding related to large language models has taken place outside Europe. In other parts of the world, it’s a different picture. North American and Asian companies are champing at the bit: according to data from the forthcoming McKinsey Global Survey on AI, 76 percent of North American companies have begun their AI transformations; the same goes for 70 percent of Asian companies. But to maintain their edge, leaders will have to actively pursue transformation. As of now, less than 10 percent of Asian organizations have found a way to drive value from multiple gen AI use cases. Those that do are likely to build a competitive advantage. We hope you find these ideas inspiring and helpful. See you next time with more McKinsey ideas for the CEO and others in the C-suite. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The CEO Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 04:27 - 18 Oct 2024

• Can Europe’s automakers continue to thrive in an era of electric cars?

  Only McKinsey Perspectives

  3 scenarios for value creation in 2035 ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel How Europe can thrive in an EV era In the news • Outnumbered by electric cars. In the global shift to cleaner transportation, one country is a frontrunner, BBC reports. In Norway, electric vehicles (EVs) now outnumber conventional, gas-powered, internal-combustion-engine (ICE) vehicles. Registrations for private EVs have climbed to 754,303 there, surpassing the 753,905 registrations for private ICE vehicles. The country plans to discontinue sales of new ICE vehicles in 2025, which would make it the world’s first to achieve that milestone. [BBC] • More affordable EV models. Reuters states that by 2025, EVs could account for as much as 24% of the European market share for vehicles. According to advocacy group European Federation for Transport and Environment, demand for electric cars with more affordable sticker prices will largely propel that growth. Automakers anticipate launching seven new fully electric models that are expected to sell for less than €25,000 in 2024 and 2025. [Reuters] Europe’s auto sector remains integral to the region, generating about $1.9 trillion in gross value added in 2023. On McKinsey.com • Generating value from EVs. As vehicle electrification passes a tipping point, Europe (and the rest of the world) are amid one of the greatest automotive transformations in history. While the shift to electric vehicles is critical to achieving global climate goals, the transition—if it’s not properly managed—could significantly disrupt how much value the European auto industry could generate over the coming decades, explain McKinsey senior partners Andreas Tschiesner and Ruth Heuss, partner Patrick Schaufuss, and their coauthors. • Three scenarios for 2035. The European automotive landscape is fundamentally changing in response to global commitments to the energy transition, with many countries agreeing to phase out new ICE vehicle sales; in Europe, that target is set for 2035. As McKinsey’s latest analysis shows, by 2035, more than $400 billion in upstream gross value added—a drop of about 35% below where it is today—could be at risk in Europe if its auto leaders are not able to capture the benefits from electrification. Read on to see three high-stakes scenarios for the EV transition that show how much value Europe’s economy could lose or gain by 2035. Boost value from EVs —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:29 - 18 Oct 2024

• AI meets Customer Experience. Watch on-demand now!

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  Learn how you can gain deeper insights into your customers. Your customer experience success story starts here. In today's era of exponential change, the most successful businesses innovate and sustain trustworthy relationships with their customers. SAP's mission is to empower companies to look beyond the traditional boundaries of CX and use cutting-edge technology to deliver on their brand promises every time.   Learn how you can gain deeper insights into your customers. Hear from industry leaders how you can improve your customers' experiences with generative AI and SAP CX, learn how to access the full potential of your SAP solutions through integrated SAP CX and SAP ERP, and gain valuable insights from executives from San Jose Sharks, Nokia, Universal Destinations & Experiences, and MACO, regarding their own AI-powered innovations, growth strategies, and experiences with SAP CX.   Unsubscribe Subscribe Email Us Call Us Copyright Privacy Legal Disclosure Visit SAP.com SAP (Legal Disclosure | SAP) This e-mail may contain trade secrets or privileged, undisclosed, or otherwise confidential information. If you have received this e-mail in error, you are hereby notified that any review, copying, or distribution of it is strictly prohibited. Please inform us immediately and destroy the original transmittal. Thank you for your cooperation. You are receiving this e-mail for one or more of the following reasons: you are an SAP customer, you were an SAP customer, SAP was asked to contact you by one of your colleagues, you expressed interest in one or more of our products or services, or you participated in or expressed interest to participate in a webinar, seminar, or event. SAP Privacy Statement This e-mail was sent to you on behalf of the SAP Group with which you have a business relationship. If you would like to have more information about your Data Controller(s) please click here to contact webmaster@sap.com. This promotional e-mail was sent to you by SAP Global Marketing and provides information on SAP's products and services that may be of interest to you. If you would prefer not to receive such e-mails from SAP in the future, please click on the Unsubscribe link. To ensure you continue to receive SAP related information properly please add sap@mailsap.com to your address book or safe senders list..

  

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  by "SAP CX LIVE" <sap@mailsap.com> - 12:24 - 17 Oct 2024

• Data Sharing Between Microservices

  Data Sharing Between Microservices

  

  Microservices architecture has become popular for building complex, scalable software systems.

  ͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­͏     ­

  	Forwarded this email? Subscribe here for more Latest articles If you’re not a subscriber, here’s what you missed this month. CAP, PACELC, ACID, BASE - Essential Concepts for an Architect’s Toolkit API Gateway Software Architecture Patterns The Saga Pattern Infrastructure as Code To receive all the full articles and support ByteByteGo, consider subscribing: Upgrade to paid Data Sharing Between Microservices ByteByteGo Oct 17 ∙ Preview   READ IN APP   Microservices architecture has become popular for building complex, scalable software systems. This architectural style structures an application as a collection of loosely coupled, independently deployable services. Each microservice is focused on a specific business capability and can be developed, deployed, and scaled independently. While microservices offer numerous benefits, such as improved scalability, flexibility, and faster time to market, they also introduce significant challenges in terms of data management. One of the fundamental principles of microservices architecture is that each service should own and manage its data. This principle is often expressed as "don't share databases between services” and it aims to ensure loose coupling and autonomy among services, allowing them to evolve independently.  However, it's crucial to distinguish between sharing a data source and sharing data itself. While sharing a data source (e.g., a database) between services is discouraged, sharing data between services is often necessary and acceptable. In this post, we’ll look at different ways of sharing data between microservices and the various advantages and disadvantages of specific approaches. Continue reading this post for free in the Substack app Claim my free post Or upgrade your subscription. Upgrade to paid   Like Comment Restack   © 2024 ByteByteGo 548 Market Street PMB 72296, San Francisco, CA 94104 Unsubscribe

  

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  by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 17 Oct 2024

• Test drive AI-powered observability and prep for PEP

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  New Relic invented APM, pioneered observability, and now brings AI under the hood where engineers need it most. On Nov 6th, join our free virtual event New Relic Now to: Use AI to stop fires from starting Go after anomalies before they become issues Hear directly from New Relic’s CTO Get hands-on training that preps you for PEP (Performance Engineer Professional) Discover the future of observability—and make instant gains on your journey to new certifications.  Register Here PS: We’ll be previewing capabilities months before their official release. This is your one chance to try them now. View in browser This email was sent to info@learn.odoo.com. Update your email preferences. For information about our privacy practices, see our Privacy Policy. Need to contact New Relic? You can chat or call us at +44 20 3859 9190 Strand Bridge House, 138-142 Strand, London WC2R 1HH © 2024 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, Inc. Global unsubscribe page

  

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  by "New Relic Events" <emeamarketing@newrelic.com> - 06:05 - 17 Oct 2024

• How can US small businesses ramp up productivity?

  Only McKinsey Perspectives

  What’s at stake for the US economy ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Boosting US small business growth In the news • Nearly universal use of AI. To improve efficiency, streamline costs, and save time, almost all US small businesses are now using an AI-powered platform, the Associated Press reports. A US Chamber of Commerce survey finds that 98% of US small businesses use AI, while 40% report the adoption of generative-AI-based programs such as chatbots and image generators. “AI allows small businesses—who many times do not have the staff or resources of their competitors—to punch above their weight,” said an executive at a business advocacy group. [AP] • A small business surge. The rate of applications for new small businesses is soaring across the US, as sentiment rebounds from postpandemic-related turbulence, Reuters explains. Thus far in 2024, applications for start-ups reached a monthly average of 430,000, according to a US Treasury report, and the average number of monthly applications to establish companies with a high likelihood of hiring workers has increased to 140,000. Since 2019, small businesses have been responsible for creating seven in ten net new US jobs. [Reuters] The low productivity of America’s small businesses is holding back US competitiveness. Narrowing the productivity gap is equivalent to 5.4% of GDP. On McKinsey.com • Struggling with productivity. Micro, small, and medium-size enterprises (MSMEs) are the bedrock of the US economy. They employ nearly six in ten American workers, produce almost 40% of national value added, and grow into a meaningful share of very large corporations. Yet according to a McKinsey Global Institute report from MGI director Olivia White and senior partner Asutosh Padhi and their coauthors, US MSMEs are only half as productive as the country’s large companies, compared with 60% in other advanced economies. • Sector-by-sector performance. Small business productivity varies by sector. While on average, the productivity of US MSMEs is on par with their peers in Germany, Italy, Japan, and the UK, they lag in a few sectors: namely, mining, transportation and storage, and administrative services. They also trail in some technology and manufacturing subsectors, such as computer programming, basic metals, machinery and equipment, and furniture. Learn how business-to-business interactions can fuel small businesses’ productivity and help narrow the productivity gap. See a path to higher productivity —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 01:42 - 17 Oct 2024

• CEOs can’t know everything about gen AI. But understanding these six areas is fundamental.

  Re:think

  CEOs have questions about generative AI ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  FRESH TAKES ON BIG IDEAS ON LEADING WITH GEN AI The six questions CEOs ask about gen AI By Alex Singla When it comes to generative AI (gen AI), many CEOs are learning how to manage and make the most of this exciting technology. I’ve met with scores of them, and they tend to ask versions of these six questions: What are my company-specific opportunities?   CEOs need to start from a business-back perspective: What are my biggest business opportunities? How can AI, gen AI, and data help create value and solve those business problems? It is absolutely not tech for tech’s sake. So what areas will have the greatest impact on your P&L, employee engagement, and customer engagement and can be implemented at scale? One key: value comes not by deploying sporadic use cases but by end-to-end transformations of the most promising business domains.   How do we organize and govern gen AI?   Most organizations have data splattered everywhere in the company, and their technology is not consistent across the organization. So you have to think about how do you organize your data, what’s your data architecture, and what’s your road map? Which use cases are you going to work on first? Governing that process and organizing around it is not trivial. Finally, since you want to have reusability of data and code, you need to think about prioritization and organization from a technical perspective as well. It’s a combination of business priorities, technical feasibility, and speed and cost of execution.   Which player or players should we partner with?   It’s a complex ecosystem that needs to be managed carefully. You’ve got cloud providers, data providers, and large language model providers. You have application tools that sit on top of all that. You need all of those to be successful, and most of it you don’t own. Managing that ecosystem is complicated and important. To maintain your leverage, you don’t want to walk through too many one-way doors where you cannot change your mind. The winners today might not be the winners tomorrow. This doesn’t mean you should be constantly flipping companies. You need to hold them honest. “Having a well-structured cloud platform, data architecture, and data governance can allow companies to scale solutions more cost efficiently.” How do we balance risk and value creation? The risks of AI and gen AI have become an everyday conversation for boards. There are all kinds of risks, from hallucinations and cyber risk to risks about regulation and intellectual property. Despite the need to move fast, companies should edge their way into accepting and managing their institutions’ risk tolerance. What I often say is, don’t start on the most complicated opportunities on day one. Those might create a ton of value, but they also might create a ton of risk. A cross-functional team can help cover specific risks by establishing ethical principles and guidelines for gen AI use and continually monitoring gen AI systems to address risk dynamically. What are the talent and tech stack implications? To do gen AI at scale and cost efficiently, the technology stack matters. Having a well-structured cloud platform, data architecture, and data governance can allow companies to scale solutions more cost efficiently. While this does not have to be perfect to get moving, over time you want to have it in order. For instance, if it takes forever (and is expensive) to pull your data together because it’s in 15 different spots, you’re never going to be able to do a real-time solution with real-time data feeds. AI models don’t live in a vacuum, and it takes top-down focus, the right tech and people capabilities, proper data access, modular architecture, and effective change management to have hundreds of AI-driven solutions work together continuously to create great customer and employee experiences, lower unit costs, and allow the organization to move faster than ever. It is hard work. This also has implications for current and future talent. You’ll have to adapt the way you think about recruiting. What are the requirements for your talent of the future? How do we get going and learn fast? This is a learning journey. No one can assert that they know every implication of gen AI from a business, IT, people, risk, and financial perspective. Therefore, you need to get going in a couple of areas to learn. You want to learn what’s required for your company to get change management and adoption to work. It’s easy to do things in a lab in a one-off, but it’s very hard to take a solution and scale it to 100 offices around the world with 10,000 people. Those are two very different things. So you need to get going and you need to start learning. Share Alex Singla’s insights ABOUT THIS AUTHOR Alex Singla is the global leader of QuantumBlack, AI by McKinsey, and a senior partner in McKinsey’s Chicago office. MORE FROM THIS AUTHOR The state of AI in early 2024: Gen AI adoption spikes and starts to generate value As generative AI adoption accelerates, survey respondents report measurable benefits and increased mitigation of the risk of inaccuracy. A small group of high performers lead the way. More  Strategic alliances for gen AI: How to build them and make them work Strategic alliances are a must for companies looking to build value from generative AI. But approaching them like traditional vendor arrangements won’t work. More  UP NEXT Steve Reis on how generative AI is transforming B2B sales B2B companies are scaling up their use of generative AI. They face both challenges and opportunities as they aim to foster growth. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 02:22 - 16 Oct 2024

• How can Europe take advantage of generative AI’s potential?

  Only McKinsey Perspectives

  Generative AI’s worth to the economy ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  DELIVERING ACTIONABLE INSIGHTS ON THE DAY’S NEWS Brought to you by Alex Panas, global leader of industries, & Axel Karlsson, global leader of functional practices and growth platforms Welcome to the latest edition of Only McKinsey Perspectives. We hope you find our insights useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com. —Alex and Axel Generative AI in Europe In the news • Investing in European AI. Funding for AI in Europe has been increasing in recent years, Fortune reports. In the first half of 2024 alone, the region’s investments in generative AI (gen AI) have already outpaced that of any prior year. Much of this growth has been spurred by US investors, who have invested 20 times more in European gen AI companies than any other nation has. This includes a historic 15 deals between European AI start-ups and US tech businesses, which also lead in AI development: 73% of the large language models (LLMs) in use were developed in America. [Fortune] • Regulating AI. Policy makers around the world (including in Europe) are grappling with the many implications of AI, where innovation currently outpaces regulation, the Financial Times notes. With AI affecting so many areas of finance, society, and the economy, it’s necessary to have guardrails in place that prevent its use for nefarious purposes, such as behavioral manipulation. But with gen AI specifically, defining systemwide risk is complicated. Both Europe and the US use thresholds of computing power to determine when additional checks on a specific tool or algorithm are required. But the thresholds could become out of date quickly. [FT] Europe is currently competitive in four of the eight segments of the gen AI value chain: AI semiconductor equipment, foundation models, AI applications, and AI services. On McKinsey.com • Realizing gen AI’s promise. While LLMs have captured the world’s attention lately, European policy leaders should look beyond them to capitalize on gen AI’s economic potential. According to QuantumBlack, AI by McKinsey, leader Alexander Sukharevsky; McKinsey Global Institute (MGI) chair Sven Smit; and coauthors, McKinsey analysis finds that focusing on gen AI’s adoption, its creation, and Europe’s energy capacity to power AI applications could enable gen AI to add $575.1 billion to the European economy by 2030. • Accelerating productivity. Most of the value generated by gen AI will stem from organizations’ adoption and scaling of gen AI solutions—an important consideration in Europe, where labor productivity has been slowing. MGI research estimates that gen AI could help Europe achieve an annual productivity growth rate of up to 3% through 2030. This potential additional growth will be critical for financing the European model. Understand what actions European leaders could take to help Europe make the most of gen AI. Maximize Europe’s AI opportunity —Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android. This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Only McKinsey Perspectives newsletter, formerly known as Only McKinsey. Manage subscriptions | Unsubscribe Copyright © 2024 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "Only McKinsey Perspectives" <publishing@email.mckinsey.com> - 11:06 - 15 Oct 2024

• Cost Estimation/Takeoff Services

  Hi,

  Get accurate and efficient construction project estimates with JU Estimating. Our experienced estimators provide expert solutions for all types of residential and commercial projects. Our pricing strategy is based on a per-project basis and we work with our clients to provide customized solutions that fit their specific needs and budget.

   

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  by "Eric Steven" <eric@ju-takeoff.co> - 05:15 - 15 Oct 2024

  1 replies 1 replies

  • RE: Cost Estimation/Takeoff Services

    Hi,

    Just making sure you saw my original email below regarding our Cost Estimation & Takeoff services.

     

    Thanks

     

    From: Eric Steven
    Sent: Tuesday, October 15, 2024 3:16 PM
    Subject: Cost Estimation/Takeoff Services

     

    Hi,

    Get accurate and efficient construction project estimates with JU Estimating. Our experienced estimators provide expert solutions for all types of residential and commercial projects. Our pricing strategy is based on a per-project basis and we work with our clients to provide customized solutions that fit their specific needs and budget.

     

    Contact us today to learn more about how we can give you the edge you need to succeed in bidding on projects.

     

    Best Regards,

    Eric Steven | (703) 721-8864

    JU Estimating LLC

    8855 Peregrine Heights Rd Apt 201 Manassas, VA 20111

     

    If you no longer wish to receive emails from us, please respond with unsubscribe. We apologize if this email was not relevant to your needs.

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    by "Eric Steven" <eric@ju-takeoff.co> - 02:51 - 17 Oct 2024

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    • RE: Cost Estimation/Takeoff Services

      Hi,

      I'm sure you're busy because I didn't hear anything back from you. I’d appreciate a response to my original email below.

       

      Thanks

       

      From: Eric Steven
      Sent: Thursday, October 17, 2024 12:51 PM
      Subject: RE: Cost Estimation/Takeoff Services

       

      Hi,

      Just making sure you saw my original email below regarding our Cost Estimation & Takeoff services.

       

      Thanks

       

      From: Eric Steven
      Sent: Tuesday, October 15, 2024 3:16 PM
      Subject: Cost Estimation/Takeoff Services

       

      Hi,

      Get accurate and efficient construction project estimates with JU Estimating. Our experienced estimators provide expert solutions for all types of residential and commercial projects. Our pricing strategy is based on a per-project basis and we work with our clients to provide customized solutions that fit their specific needs and budget.

       

      Contact us today to learn more about how we can give you the edge you need to succeed in bidding on projects.

       

      Best Regards,

      Eric Steven | (703) 721-8864

      JU Estimating LLC

      8855 Peregrine Heights Rd Apt 201 Manassas, VA 20111

       

      If you no longer wish to receive emails from us, please respond with unsubscribe. We apologize if this email was not relevant to your needs.

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      by "Eric Steven" <eric@ju-takeoff.co> - 02:11 - 21 Oct 2024

      1 replies 1 replies

      • RE: Cost Estimation/Takeoff Services

        Hi,

        I have not heard from you. Please Let me know if we can be of any assistance in regards to providing Takeoff/Estimating services.

        
        Thanks

         

        From: Eric Steven
        Sent: Monday, October 21, 2024 12:12 PM
        Subject: RE: Cost Estimation/Takeoff Services

         

        Hi,

        I'm sure you're busy because I didn't hear anything back from you. I’d appreciate a response to my original email below.

         

        Thanks

         

        From: Eric Steven
        Sent: Thursday, October 17, 2024 12:51 PM
        Subject: RE: Cost Estimation/Takeoff Services

         

        Hi,

        Just making sure you saw my original email below regarding our Cost Estimation & Takeoff services.

         

        Thanks

         

        From: Eric Steven
        Sent: Tuesday, October 15, 2024 3:16 PM
        Subject: Cost Estimation/Takeoff Services

         

        Hi,

        Get accurate and efficient construction project estimates with JU Estimating. Our experienced estimators provide expert solutions for all types of residential and commercial projects. Our pricing strategy is based on a per-project basis and we work with our clients to provide customized solutions that fit their specific needs and budget.

         

        Contact us today to learn more about how we can give you the edge you need to succeed in bidding on projects.

         

        Best Regards,

        Eric Steven | (703) 721-8864

        JU Estimating LLC

        8855 Peregrine Heights Rd Apt 201 Manassas, VA 20111

         

        If you no longer wish to receive emails from us, please respond with unsubscribe. We apologize if this email was not relevant to your needs.

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        by "Eric Steven" <eric@ju-takeoff.co> - 02:15 - 23 Oct 2024

        1 replies 1 replies

        • RE: Cost Estimation/Takeoff Services

          Hi,

          I've reached out a couple of times, but haven't heard back. If you could respond to my original email below, I can cross this off my list.

           

          Thanks

           

          From: Eric Steven
          Sent: Wednesday, October 23, 2024 12:16 PM
          Subject: RE: Cost Estimation/Takeoff Services

           

          Hi,

          I have not heard from you. Please Let me know if we can be of any assistance in regards to providing Takeoff/Estimating services.

          
          Thanks

           

          From: Eric Steven
          Sent: Monday, October 21, 2024 12:12 PM
          Subject: RE: Cost Estimation/Takeoff Services

           

          Hi,

          I'm sure you're busy because I didn't hear anything back from you. I’d appreciate a response to my original email below.

           

          Thanks

           

          From: Eric Steven
          Sent: Thursday, October 17, 2024 12:51 PM
          Subject: RE: Cost Estimation/Takeoff Services

           

          Hi,

          Just making sure you saw my original email below regarding our Cost Estimation & Takeoff services.

           

          Thanks

           

          From: Eric Steven
          Sent: Tuesday, October 15, 2024 3:16 PM
          Subject: Cost Estimation/Takeoff Services

           

          Hi,

          Get accurate and efficient construction project estimates with JU Estimating. Our experienced estimators provide expert solutions for all types of residential and commercial projects. Our pricing strategy is based on a per-project basis and we work with our clients to provide customized solutions that fit their specific needs and budget.

           

          Contact us today to learn more about how we can give you the edge you need to succeed in bidding on projects.

           

          Best Regards,

          Eric Steven | (703) 721-8864

          JU Estimating LLC

          8855 Peregrine Heights Rd Apt 201 Manassas, VA 20111

           

          If you no longer wish to receive emails from us, please respond with unsubscribe. We apologize if this email was not relevant to your needs.

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          by "Eric Steven" <eric@ju-takeoff.co> - 01:45 - 25 Oct 2024